Background

Horticulture is one of Kenya’s most dynamic and promising sectors, playing a crucial role in the country’s economic growth and poverty reduction. It is estimated that around 2 million people are directly and indirectly employed in the horticultural industry, with a significant portion of these workers being women and migrant workers. The sector is recognized for its potential to provide high-value crops that are suitable for small-scale farming systems and capable of offering quick returns on investment. This makes horticulture an ideal avenue for inclusive market growth, especially for marginalized groups such as smallholder farmers.

Kenya’s horticultural industry thrives on the production of fruits and vegetables, which are not only in high demand within the domestic market but are also significant export commodities. The ability of the sector to provide relatively quick and high-value returns on investments has led to increasing participation by small-scale farmers, who benefit from its labor-intensive nature. However, many of these farmers face challenges in accessing formal markets due to insufficient infrastructure, limited access to finance, and lack of technical support.

In Kenya, most horticultural producers are micro, small, and medium-sized enterprises (MSEs), which collectively account for 80% of domestic food production and employ nearly seven million people. However, many of these MSEs are informal and unorganized, which limits their access to markets, financing, and technical expertise. Farmers often resort to informal channels for selling their produce, and lack of cold chain infrastructure further exacerbates the challenge of reaching formal markets. This leaves smallholder farmers at a disadvantage, unable to compete with larger, more established producers. Further improvements are needed to ensure that the benefits of horticultural development are shared equitably across all market participants, especially smallholder farmers and women.

Opportunities to change PPII

A key opportunity for inclusive markets lies in improving the governance and structural aspects of the horticulture sector. The lack of regulatory clarity, transparency, and access to affordable services such as finance and technical support leaves smallholders vulnerable to market uncertainties. Furthermore inconsistent quality and supply undermine the competitiveness of MSEs, especially when it comes to supplying supermarkets and other formal markets. Strengthening the regulatory framework, improving access to training, and providing affordable credit are essential to addressing these challenges.

Additionally, the government’s efforts to improve infrastructure—such as roads, storage, and market facilities—are vital for reducing post-harvest losses and improving market access for smallholder farmers. However, there is still a need for further investment in these areas to make the sector more efficient and inclusive. For example, the development of affordable cold chain systems would significantly reduce food waste and enhance market access for smallholder producers, allowing them to better integrate into both domestic and export markets.

An inclusive market approach to horticulture can empower women and youth, providing them with employment and income opportunities. Women, in particular, play a central role in horticulture but often face additional barriers, such as limited access to land and financing. Targeted interventions to enhance the participation of women and youth in horticulture value chains could lead to greater gender equity and economic empowerment.

The government’s vision for the horticulture sector, as articulated in the Agricultural Sector Development Strategy (2010–2020) and Vision 2030, aims to transform the sector into a more commercially oriented and inclusive one. The focus on inclusive growth aligns with broader national goals such as the Kenya Nutrition Action Plan, which emphasizes the need for improved nutrition for all and the empowerment of local communities.

Who Are We Looking For?

We are seeking leaders who are passionate about improving governance and structural challenges within Kenya’s horticulture sector. The ideal applicant will have professional backgrounds in agricultural development, trade policy, infrastructure development, or business development, with a specific focus on food systems, market linkages, or post-harvest management.